solutions to problems not in a PowerPoint but in an application, show
me something in a visual and immersive experience, which is what
we do in our Wavespace.”

This ‘suits and jeans integration’
and sitting side by side with clients
has led to a whole different way of
doing business, including a push
of moving more clients from more
traditional pricing models to value-based pricing, Prybylski says.

To demonstrate the value, Prybylski points to a project EY recently
did with a big consumer products
company. During the initial conversation, EY asked the client to identify its biggest problem, which was
“procure to pay.” EY requested for
permission to interview some of the
client’s customers and the firm spent
two weeks doing just that and came
back with some ideas. “We asked
the client if we could take these ideas and come up a plan that created

some value, would they be willing
to give us a piece of that value? We
said: ‘If you don’t like the ideas, you
don’t have to pay us.’ ”

Prybylski says the client came
into a Wavespace with EY, which
included its tax team. The tax team
found the client $1 million in tax
refunds. EY’s fees were roughly $1
million, so this is a win-win.

“Now, it’s a project,” Prybylski
says. “This is such a good example
of how we can bring new and innovative ideas and solutions to a client.
The conversation changed and now
the engagement is this: Every six
months or so we get in a Wavespace
with their leadership team and ask
them about their biggest problem.
It’s a completely different approach,
but we think this is the future.”

THE $10 BILLION PLANSpeaking of the future, EY justrolled out its 2023 vision. The plan

is to double the Advisory business
from about $5 billion to more than
$10 billion by the end of 2023.
That’s about 14 to 15 percent CAGR
over the next six years. “We believe
that growth rate will continue to put
us in a market leadership position,”
Prybylski says. “When we step back
and look at it, we still see very strong
market opportunities. Every time I
visit a client I realize there’s never
been a more exciting time to be in
the consulting profession, especially
the way we look at consulting.”

Prybylski says EY plans for organic growth but is also open to
any and all opportunities that may
arise. “We’ll continue to do strategic acquisitions where we focus
on firms in the $50 to $100 million
range because we think that’s the
right size,” he says.

The biggest market opportunities,
he says, include Healthcare, Public
Sector, Financial Services, Industrial

TalkingTalent,Trainingand TechIn order to have the level of growth forecasted in its 2023 plan, EY has to be laser-focused on talent, a topic Hank Prybylski, the newly minted EY Americas Vice Chair of Advisory Services, is harply focused on these days. With the plan calling for doubling revenue over the next five-and-a-half years, it’s no secret lots of hiring will need to take place.Often, that can lead to a dramatic drop in culture and employee sat-isfaction. Even with the rampant hiring the last few years, EY has re-mained a stalwart on Consulting’s annual ranking of the Best Firms toWork For. Currently, a little more than 16,000 consultants fall underPrybylski’s jurisdiction. How many more will he need and where willthey come from?Prybylski says the talent will come from several sources, but a lotwill come from campus, a pipeline he’s still extremely high on. Hepointed to a Universum survey that indicated EY is one of the Top 4brands on campus right now behind only Apple, Google and GoldmanSachs. “That’s a statistic that I’m sure people don’t really think about,but to compete in a world that’s changing and grow like we’re grow-ing, you’ve got to be able to compete on campus and that’s one areawhere we’ve been really focused.”Meanwhile, Prybylski says EY’s headcount growth won’t be linear but

rather needs and skills badiverse consulting practicTo meet the new demanchanging, he says. “We’remore liberal arts, designof those candidates don’tcially how it’s been traditto work on really interestirative environment; theywant to have diverse expeIt’s EY’s job to communon campus are going to bea diverse environment. “they need to live and feelderstand that they’re goion. If you get those two thany problem attracting grOnce they arrive, EY wbecause the firm just lauconsultants earn badgestise in particular conten